Three Leadership Traps to Avoid
Tough times often call for tough leaders -- but sometimes, leaders confuse "tough" with "tyrannical."
David Noer, a columnist for the Greensboro (N.C.) News-Record, wrote last week about a manager who'd become the poster child for ineffective leadership in a downsized organization. Rather than rallying the troops, this guy was creating an army of sad, angry, and unproductive workers.
Why? He was falling into three classic leadership traps, said Noer. It's worth listing those pitfalls here; if you recognize any of them looming in your own path, proceed with caution.
1. The Gunnysacking Trap
According to Noer, "gunnysacking" refers to storing up hurt feelings, anger, affronts, and unresolved conflicts, and then unloading it -- often on unsuspecting people around you -- when the weight becomes too much to bear. A crisis mode can trigger gunnysacking behavior in a boss. If you tend to simmer, stew, and then eventually explode, figure out ways to lighten your load before it gets to a critical mass.
2. The Cost-Cutting Activity Trap
An activity trap involves becoming so enmeshed in a task that one loses sight of more important, fundamental objectives, says Noer. In times of economic uncertainty, some action-oriented leaders are driven to tackle the tangible things they can control -- such as implementing budget cuts and layoffs. True leaders don't spend all their time on these sobering and necessary realities; rather, they inspire hope and optimism and try to chart a strategic course through turbulent waters.
3. The "This Is What Got Me Here" Trap
You may have reached your position by managing effectively during periods of growth and you're probably good at directing, organizing, evaluating, and controlling. But those "-ings" aren't what's needed now. In tough times, it's helping skills -- such as listening and forming empathetic relationships -- that go further than traditional management talents. In order to revitalize organizations, says Doer, it is necessary to re-recruit demoralized employees, and that is not accomplished through excessive control, evaluation or direction. It is done through the leadership "ings" of listening, empowering and coaching.
(image by Robyn Gallagher via Flickr, CC 2.0)